McNichols Arena Collapse Training: "The Real Thing" - Fire Engineering: Firefighter Training and Fire Service News, Rescue

BY JOHN O’CONNELL

When members of the Denver (CO) Fire Department (DFD) first learned that the McNichols sports arena was going to be demolished, they immediately realized that this could be a golden opportunity for realistic urban search and rescue training. Fifteen months later, that opportunity was turned into a reality.

COMMAND STRUCTURE

The Denver Fire Department was the lead agency for the event. Division Chief Joseph L. Gonzales, the senior ranking officer, was responsible for planning, coordinating, and executing the exercise. Assistant Chief Kelly Caldwell served as the on-site incident commander for the duration of the incident. Captain Paul Dillon was operations section chief. Captain Joel Peskin was planning chief, filling any gaps in planning and expediting execution of objectives. Captains Steve Winters and Randy Stewart were safety officers. Steve Magana, lead shoring officer for DFD personnel who participated in the exercise, organized and conducted preincident training and served as deputy operations chief. Many other people also contributed greatly to the success of this exercise.

THE SITE

The 300,000-square-foot McNichols sports arena complex, which opened in 1975, included also restaurants, offices, storage areas, and meeting rooms. It was the home of the Denver Nuggets basketball team and the center for activities such as ice hockey, soccer, indoor football, concerts, and rodeos. It cost $10 million to erect the original structure, which had undergone several additions and renovations over the years. It cost roughly $1 million to demolish the structure.

One of the main entranceways into the center of the arena.

The building-including columns, beams, stands, and floors-was constructed of reinforced poured concrete. The roof-covered in an insulating fiber membrane-was constructed of steel trusses and a sophisticated cable system, which allowed the roof to move under snow, water, and wind loads.

THE EXERCISE

The simulated collapse exercise took place on February 5-7, 2000. The main objectives covered several categories:

Rescuing “victims” (pre-positioned manikins were placed in locations that presented various degrees of dangers) trapped and buried on various floors throughout the structure.
Developing and implementing an organizational sequence for the deployment of all tools, equipment, and personnel operating at the site. As many participants later discovered, this is one of the most difficult tasks at a major rescue incident. Improper organization can bring a rescue effort to an immediate halt. Coordinating all resources effectively is key to safety and efficiency.
Interagency cooperation and interaction among all personnel. Numerous agencies-federal, state, and local-were on-scene. This was the perfect opportunity for agency personnel to meet their counterparts from the various branches of government. Meeting before a real emergency occurs fosters quicker cooperation at the actual emergency and can eliminate many pitfalls (see “Participating Agencies” above.)

Incident Action Plan (IAP)

As at every major incident, there has to be an overall objective and game plan-an incident action plan (IAP). The overall objective, obviously, was to rescue “trapped victims.” The IAP must have flexibility built in so that it can be adjusted as conditions warrant. Every team and individual at the rescue site must have a specific focus, or the missions will not be accomplished safely and quickly.

Five 45° solid-sole raker shores with a 10-foot-high insertion point were erected along the face and two along the entrance wall. The rakers had the necessary horizontal bracing for stabilization, were tied together as a system, and were anchored into the wall and braced at their base with three one-inch pieces of rebar backing

A proper IAP lists the rescue priorities in order and delegates a mission to each team. When taken as a whole, these missions will accomplish the overall identified objectives.

The plan also should identify all communications frequencies and contact numbers of key personnel and include a map of the site, a medical plan identifying the location of the aid station, a weather update for the operational period, a safety message, and identified dangers. A clear and concise rapid intervention plan in case of a secondary collapse must be laid out for all teams. This plan can be implemented by each rescue team or strategically placed RIT teams.

Logistics

Options for selecting, assembling, placing, and anchoring shoring systems are discussed with shoring teams.

As with any type of technical rescue situation, logistics was a major part of the operation. The job cannot be done in an efficient and timely manner without the proper tools and equipment. The contents of the tool cache, therefore, should be itemized and organized-for example, hammers, tapes, squares, nails, saws and blades, utility knives, and tool pouches used for shoring should be kept in one area. Having to hunt through numerous containers for specific items is unacceptable. Also, there should be a mechanism for tracking items as they leave the logistics area.

Those in charge of logistics must know where their tools and materials are at all times, especially if a specific tool is needed in an area where secondary collapses have occurred. The cache must be positioned in a secured area that also provides good access for the rescue crews. This is not always easy to accomplish. There must also be an area dedicated for repairing, cleaning, reworking, fixing, refueling, and maintaining tools and equipment.

Communications

It is imperative that communications between the incident support team and the task forces be given down the chain of command as far as necessary. The rescue and search squad leaders should know exactly what is going on, the teams’ assignments, and where they fit into the overall scheme of the operations. Giving them piecemeal information will not prepare the squads properly if assignments change in midstream, which can easily happen. When task force leaders and rescue team managers (operations and section chiefs) are informed of their assignments, someone from the command staff should walk with them to the site. The staff can then point out exactly where the team is to work and better define mission objectives. Team leaders’ questions can be answered on the spot, eliminating the confusion that results when different personnel interpret the assigned mission objectives.

Identification Within the Structure

This four-post 4 x 4 vertical shore, erected under a restaurant spread beam, is supporting a sagging steel I-beam. The shore is diagonally braced with 2 x 6s, to add additional lateral stability and tie it together as a system.

Different areas of the structure must be specifically defined. Each major area of the building to be searched or worked on in the rescue operation must be clearly and distinctly marked. This can also help eliminate confusion when it comes to team positioning. In some of the larger structures in which we have operated, especially framed ones, marking supporting columns with large letters and numbers helped to determine the areas in which specific teams will be operating. Usually, the columns are marked in the same way as they are identified on the drawing of the structure. Generally, each line of columns is designated by a letter, and each individual column is given a number-for instance, the column marked B-4 would be the fourth column in the second line of columns. Identification is usually from left to right.

Shoring

Most teams train in sterile and safe environments. The majority of items shored up are already stable and, most of the time, relatively square. Although this is not bad for initial basic training in fabricating shores (it makes it easier to learn the step-by-step procedures with no distractions), in most cases this will not be near the reality encountered when responding to a full-blown incident.

With a training exercise of this magnitude and this much demolition involved, teams actually shore up items that may be legitimately racked, damaged, or unstable. Anyone who has practiced emergency rescue shoring techniques will tell you that there is a world of difference between shoring heavily damaged and badly racked structural items vs. some square opening.

As many rescue personnel as possible took turns handling the tools and constructing rescue shoring. Each rescue group was assigned to install several types of shores. In this way, responders became familiar with the various types of unstable conditions encountered in a major collapse situation.

The real beauty about this type of training is that many ideas for shoring each item are proposed. When the training incident has been completed, the team can then critique what was accomplished and use that information to enhance knowledge and skills. It is also a real confidence booster to have participated in successful shoring operations in a realistic environment.

The following materials, most of which were donated or paid for by the contractors, were on-scene:

500 units of 4 2 4s, 12 and 16 feet;
186 units of 2 2 6s, 12 and 16 feet;
104 units of 6 2 6s, 8 and 12 feet;
20 units of 4 2 6s, 12 and 16 feet;
125 2 2 4s, 12 and 16 feet; and
35 units of 4 2 8 plywood, 3/4-inch.

Several very large slabs were partially hanging from the main structural supporting beams. Numerous reinforcing bars tied the slabs into each beam. The bars were exposed, providing relatively easy access for cutting.

Only a small quantity of uncut lumber was unused.

LESSONS LEARNED AND REINFORCED

Before the Exercise/”Incident”

There is no substitute for the real thing! You can talk and show pictures until you are blue in the face, but you won’t make the same impact as hands-on, realistic training. There is nothing like seeing for yourself how a building’s structural elements come down. Training in the same way as we would operate in a real emergency enables us to work out the little kinks that present themselves at every operation.
The authority having jurisdiction must give its blessing to an opportunity of this magnitude. Because of the scope and size of this type of event, the lead agency’s command and general staff or the fire department in charge must coordinate, plan, and execute the training event. If work loads make this impossible, these tasks can be accomplished by a committee that meets frequently with the command staff to brief command on the event’s progress.
After the site has been ensured, develop and coordinate training objectives that can be integrated into the existing structure. Try to stay focused on these objectives and to accomplish what you have set out to do. It is easy to be thrown off course.

These hanging slabs were a little more unstable but held up for several days. The different degrees of stability among the slabs provided an actual size-up scenario from which participants could learn: determining which slabs had to be removed first and identifying those that were truly unstable and the reasons for their instability

Plan on as large a scale as possible; a training opportunity such as this does not come along often. If the size of the training site permits, invite to participate in the exercise agencies with which you would normally respond to large-scale incidents in your area (for example, local law enforcement, federal agencies, state resources, medical examiner, bomb squads, public works, and the like).

To ensure contractor support, especially for operations in government-owned structures, write the training exercise into the demolition contract. Spell out all conditions. Ask for a minimum of three days for the operation, and don’t forget to specify the time you will need for setting up props.
After the contract has been signed, confer with the demolition contractor as soon as possible. You both must be on the same page when demolishing the section of the building your team will be using for the training exercise. The contractor must be careful when dropping specific parts of the building. Large sections of floors can be demolished with relative safety; the main structural supports of the building should remain intact to ensure safety.
Make sure the command staff has a thorough knowledge of the incident management system and has reviewed the training objectives as they relate to the administration and operational ends of the exercise.
Early in your coordination of the event, acquire the necessary liability releases. If possible, these releases should be signed off at the agency level, not the individual level. Your department’s attorneys are not properly serving the citizens of your community or the firefighters if they are preventing you from conducting training for fear of litigation. By conducting these types of exercises, we greatly enhance the skills necessary for mitigating a real incident.
Train with your local advanced life support provider for medical intervention, confined space rescue, crush injury syndrome, and proper victim packaging in this type of rescue environment. Medical and rescue personnel must be coordinated to ensure victims’ safety.
Identify and safely resolve hazardous materials concerns before-hand. The possibility that lead paint, stored chemicals, or asbestos may be on the premises must be seriously addressed before the exercise can be conducted. Dust conditions will exist. Make sure you have on hand plenty of masks and eye and hearing protection for all personnel on-site.
Address major safety issues in the incident action plan. Safety officers are needed at all levels of operation. Command-level safety officers should attend all planning sessions and address the teams at preincident training. This is a training exercise; there is no reason to take unnecessary risks. To be effective, safety officers must be knowledgeable in all phases of the rescue disciplines involved in the exercise; otherwise, improper decisions may create problems.
“We fight like we train,” fire service leaders keep reminding us. Specific preincident training must be given before the exercise. This will greatly enhance members’ safety and efficiency.
Identify your system’s strong points and weaknesses. If necessary, obtain assistance from local, state, and national resources. As already suggested, involve all the agencies-local and state emergency operations centers (EOCs) and mutual-aid departments in your response area with whom you usually respond to large-scale incidents.
Conduct mandatory logistical meetings periodically with all the agencies that will be participating in the exercise. The more informed everyone is, the less confusion there will be and more time will be spent on valuable training instead of figuring out logistical problems.
Secure site and traffic control assistance from the local police, state police, or other agency that may have jurisdiction. This is not a job for the fire department. Nighttime security will also be needed to protect equipment and restrict unauthorized access into hazardous areas.

As the event draws closer, meet frequently with the general contractor and subcontractors that may be involved in the demolition or have business in the area that has been designated for your drill. There is nothing worse than miscommunication. You wouldn’t want to come in the day before the drill is to commence and find under demolitio

Test and practice communication systems before the drill begins. This is critical when dealing and working with outside agencies. Coordination with the different frequencies available will be an issue. Make sure enough spare equipment is on hand to accommodate the volume of radios necessary to safely conduct the exercise.
A strong command presence must be evident from the very start of the exercise. Many last-minute decisions will have to be made quickly and precisely for the exercise to come off properly. Identify operational periods, and hold briefings and planning meetings regularly.
The planning section of the incident command system (ICS) is a key element in an event of this magnitude. The ICS forms must be on-site and on laptop computers. Develop an incident action plan for each operational period, and brief all oncoming and departing command staff on the plan.

At the Exercise/”Incident”

In your action plan, make sure the team assignments are made sequentially; emphasize safety. Deal with the most unstable situations first; then focus on specific safety issues in each operational sector.

Have a fully equipped rapid intervention team trained in collapse rescue standing by during training operations.
Personnel accountability is absolutely mandatory. Consider issuing badges to authorized personnel as they check into the staging areas. If media people or any civilians will be entering the training areas, they must be escorted by fire department personnel and be accounted for at all times.
Designate large areas for parking vehicles and apparatus. Assign vehicle staging officers to expedite the positioning of apparatus. Personnel will stage more efficiently and get to work faster.
Establish a command post of adequate size. You most likely will need separate areas for personnel checking in and out; one each for plans personnel, structural engineers, and technical specialists; and an area for plans and operational briefings. Each major branch of the command system should have an identified and separate area if possible. Logistics, communications, operations, and administration and finance should all be identified.
A good capability to fax, scan, reproduce, type, and file is imperative to a smooth-running exercise. The command post should have temperature-control capabilities to ensure the equipment does not malfunction. The command post and planning sections must have access to vests and ICS forms. Incident management manuals and other pertinent reference materials should be easily accessible by personnel. The command cache should have been stocked with pens, pencils, paper, disks, staplers, and other office supplies.
Assign a documentation officer to record all aspects of the drill for the postincident critique. Assign at least one photographer to take videos and still photos for further documentation. This is a critical part of the after-action report. Post-operation evaluation is an important part of the learning curve.
Assign a dedicated victim-tracking officer. It is very easy to lose count or duplicate finds when multiple extrications are commencing at the same time in various locations throughout the structure. The officer’s job is to track the victims’ locations as well as determine victims’ identities. Use a dedicated set of drawings to identify the location at which each victim is found. This information is invaluable in determining which structural items failed and when.
Structural engineers’ reports should be part of the daily incident action plan. They should also be able to produce large-scale sectional floor plans for briefings, assignments, victim tracking, and the like.

Each oncoming shift was briefed by Command. The briefing helps to maintain the rescuers’ focus and keeps them apprised of the other teams’ functions, the operation’s overall objectives, and any successful rescues.

* All personnel, regardless of affiliation, must be aware of the emergency evacuation signals that may be used during the exercise and a real incident. Specify that these signals will come from air horns.

Break up the day for your personnel. Keep working shifts around six to eight hours; otherwise; rescuers will become fatigued. If their capacity to learn is diminished, you are defeating the purpose of the training exercise. The risk for injury also rises when you are tired.
As things start to run smoothly in the exercise, develop some emergency scenarios. Simulate a secondary collapse, one with a trapped victim and one without. Identify the potential problems and situations that can come up and hinder the operation. Simulate rescuer injuries in different situations. Have your medical crews triage and package the “victims.”

Conduct a face-to-face critique of the exercise, in which participants discuss what went right and what needed improvement.
Have an after-incident action report. Strongly request that all agencies participate. During the duration of the exercise, make sure that all key personnel in all the disciplines involved keep accurate records and logs on their activities. Evaluate all comments, and create an after-action report with lessons learned. Distribute the report to all interested parties.
Recognize all the companies, agencies, personnel, and contractors who made the exercise happen.

After the Exercise/

I appreciate having had the opportunity to be part of this extraordinary training event. It not only has enhanced the participants’ knowledge and skills but will benefit also countless numbers of other responders with whom the participants will share this information.

JOHN O’CONNELL is a 21-year veteran of the Fire Department of New York, where he has spent 14 years in Rescue 3. He is a lead instructor for FEMA’s urban search and rescue program. He has developed and taught training programs for FDNY, New York State, and FEMA and instructs frequently across the country as well as in Canada and Japan. He is a member of the Fire Engineering editorial advisory board and an FDIC H.O.T. instructor.

Photos by Lieutenant Katherine Ridenhour, Aurora (CO) Fire Department Technical Rescue Team.

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Firefighters are cutting out a section of the concrete floor with a rotary cutoff saw to access the areas below, where victims may be trapped. Numerous concrete cutting operations, several clean lift-outs, and numerous breaches were accomplished during this exercise.